White papers and position statements

<p>A number of documents that relate to national policy implications are provided below. The resources are aimed at helping organisations to implement national policies and laws relating to stress at work.</p>
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Author: Health and Safety Executive

Managing stress and sickness absence. Progress of the Sector Implementation Plan – Phase 2 (2009)

This report examined the effectiveness of the HSE's implementation plan (Sector Implementation Plan Phase 2 - SIP2) for the Management Standards. The aim was to aid organisations in the management of stress and absence. When surveyed in 2008 approximately 75% of organisations involved in the SIP2 were putting into place the HSE Management Standards. Research showed organisations had a range of policies that were used in the management of stress and absence. Examples of barriers to effective stress and absence management were lack of time and money and lack of senior management buy-in. Examples of facilitators were senior management buy-in, a supportive culture and data gathering. The results suggested that the SIP2 intervention had some positive effect.

Author: Health and Safety Executive

Managing the causes of work-related stress. A step-by-step approach using the Management Standards (2007)

The Management Standards are 6 aspects of work that when managed well can result in good health and wellbeing of employees and increased productivity. This paper is designed to help organisations ascertain the difference between their current state and the ideal standard in addition to aiding them in the design of actions that will help to decrease the difference. The purpose of the paper is to help managers and employees who are in charge of the management of factors associated with stress at work, the approach will mainly help those in organisations with more than 50 people but organisations with less employees may also benefit.

Author: Chartered Institute of Personnel and Development

Work-related stress. What the law says (2010)

This document is aimed at managers and employers of all organisations in a variety of sectors. Health and safety practitioners, HR practitioners and occupational health practitioners may also find it useful. The document is a summary of statutory and common law relating to stress at work. Within the document actions that organisations can take to ensure compliance with the law are also proposed. A checklist is provided so that organisations are able to check whether they comply with the law. Furthermore, additional resources are provided.

Author: UNISON

Stress at work. A guide for UNISON safety reps (2014)

This guide details the necessary information that safety reps need regarding representing and negotiating about stress at work. The guide contains information about causes and symptoms of stress, the law regarding work stress, information on stress management policies and how to use the stress “Management Standards”. Additionally, it contains practical actions that relate to setting up a stress “steering group”, carrying out a risk assessment, support that employees should receive and a case study is given detailing a campaign against stress.

Author: National Institute for Health and Care Excellence

Mental wellbeing at work (2009)

The National Institute for Health and Care Guidance (NICE) produced this guidance on promoting mental wellbeing through productive and healthy working conditions. The guide is aimed at anyone that indirectly or directly is responsible for promoting mental wellbeing in the workplace. The guide will help organisations to implement national strategies and laws relating to stress at work. The importance of employee mental wellbeing is discussed and 5 recommendations for promoting wellbeing at work are proposed which include the actions that should be taken and who should action them.

Author: National Institute for Health and Care Excellence

Healthy workplaces: improving employee mental and physical health and wellbeing (2017)

This guidance from NICE details quality statements relating to healthy workplaces.  Each statement is discussed and what the quality statement means for different audiences is explained.

The 4 quality statements are: 

- Making health and wellbeing an organisational priority

- Role of line managers

- Identifying and managing stress

- Employee involvement in decision making. 

 

Author: Health and Safety Executive

Managing stress and sickness absence. Progress of the Sector Implementation Plan – Phase 2 (2009)

Managing stress and sickness absence. Progress of the Sector Implementation Plan – Phase 2 (2009)

This report examined the effectiveness of the HSE's implementation plan (Sector Implementation Plan Phase 2 - SIP2) for the Management Standards. The aim was to aid organisations in the management of stress and absence. When surveyed in 2008 approximately 75% of organisations involved in the SIP2 were putting into place the HSE Management Standards. Research showed organisations had a range of policies that were used in the management of stress and absence. Examples of barriers to effective stress and absence management were lack of time and money and lack of senior management buy-in. Examples of facilitators were senior management buy-in, a supportive culture and data gathering. The results suggested that the SIP2 intervention had some positive effect.

Author: Health and Safety Executive

Managing stress and sickness absence. Progress of the Sector Implementation Plan – Phase 2 (2009)

This report examined the effectiveness of the HSE's implementation plan (Sector Implementation Plan Phase 2 - SIP2) for the Management Standards. The aim was to aid organisations in the management of stress and absence. When surveyed in 2008 approximately 75% of organisations involved in the SIP2 were putting into place the HSE Management Standards. Research showed organisations had a range of policies that were used in the management of stress and absence. Examples of barriers to effective stress and absence management were lack of time and money and lack of senior management buy-in. Examples of facilitators were senior management buy-in, a supportive culture and data gathering. The results suggested that the SIP2 intervention had some positive effect.

x
Author: Health and Safety Executive

Managing the causes of work-related stress. A step-by-step approach using the Management Standards (2007)

Managing the causes of work-related stress. A step-by-step approach using the Management Standards (2007)

The Management Standards are 6 aspects of work that when managed well can result in good health and wellbeing of employees and increased productivity. This paper is designed to help organisations ascertain the difference between their current state and the ideal standard in addition to aiding them in the design of actions that will help to decrease the difference. The purpose of the paper is to help managers and employees who are in charge of the management of factors associated with stress at work, the approach will mainly help those in organisations with more than 50 people but organisations with less employees may also benefit.

Author: Health and Safety Executive

Managing the causes of work-related stress. A step-by-step approach using the Management Standards (2007)

The Management Standards are 6 aspects of work that when managed well can result in good health and wellbeing of employees and increased productivity. This paper is designed to help organisations ascertain the difference between their current state and the ideal standard in addition to aiding them in the design of actions that will help to decrease the difference. The purpose of the paper is to help managers and employees who are in charge of the management of factors associated with stress at work, the approach will mainly help those in organisations with more than 50 people but organisations with less employees may also benefit.

x
Author: Chartered Institute of Personnel and Development

Work-related stress. What the law says (2010)

Work-related stress. What the law says (2010)

This document is aimed at managers and employers of all organisations in a variety of sectors. Health and safety practitioners, HR practitioners and occupational health practitioners may also find it useful. The document is a summary of statutory and common law relating to stress at work. Within the document actions that organisations can take to ensure compliance with the law are also proposed. A checklist is provided so that organisations are able to check whether they comply with the law. Furthermore, additional resources are provided.

Author: Chartered Institute of Personnel and Development

Work-related stress. What the law says (2010)

This document is aimed at managers and employers of all organisations in a variety of sectors. Health and safety practitioners, HR practitioners and occupational health practitioners may also find it useful. The document is a summary of statutory and common law relating to stress at work. Within the document actions that organisations can take to ensure compliance with the law are also proposed. A checklist is provided so that organisations are able to check whether they comply with the law. Furthermore, additional resources are provided.

x
Author: UNISON

Stress at work. A guide for UNISON safety reps (2014)

Stress at work. A guide for UNISON safety reps (2014)

This guide details the necessary information that safety reps need regarding representing and negotiating about stress at work. The guide contains information about causes and symptoms of stress, the law regarding work stress, information on stress management policies and how to use the stress “Management Standards”. Additionally, it contains practical actions that relate to setting up a stress “steering group”, carrying out a risk assessment, support that employees should receive and a case study is given detailing a campaign against stress.

Author: UNISON

Stress at work. A guide for UNISON safety reps (2014)

This guide details the necessary information that safety reps need regarding representing and negotiating about stress at work. The guide contains information about causes and symptoms of stress, the law regarding work stress, information on stress management policies and how to use the stress “Management Standards”. Additionally, it contains practical actions that relate to setting up a stress “steering group”, carrying out a risk assessment, support that employees should receive and a case study is given detailing a campaign against stress.

x
Author: National Institute for Health and Care Excellence

Mental wellbeing at work (2009)

Mental wellbeing at work (2009)

The National Institute for Health and Care Guidance (NICE) produced this guidance on promoting mental wellbeing through productive and healthy working conditions. The guide is aimed at anyone that indirectly or directly is responsible for promoting mental wellbeing in the workplace. The guide will help organisations to implement national strategies and laws relating to stress at work. The importance of employee mental wellbeing is discussed and 5 recommendations for promoting wellbeing at work are proposed which include the actions that should be taken and who should action them.

Author: National Institute for Health and Care Excellence

Mental wellbeing at work (2009)

The National Institute for Health and Care Guidance (NICE) produced this guidance on promoting mental wellbeing through productive and healthy working conditions. The guide is aimed at anyone that indirectly or directly is responsible for promoting mental wellbeing in the workplace. The guide will help organisations to implement national strategies and laws relating to stress at work. The importance of employee mental wellbeing is discussed and 5 recommendations for promoting wellbeing at work are proposed which include the actions that should be taken and who should action them.

x
Author: National Institute for Health and Care Excellence

Healthy workplaces: improving employee mental and physical health and wellbeing (2017)

Healthy workplaces: improving employee mental and physical health and wellbeing (2017)

This guidance from NICE details quality statements relating to healthy workplaces.  Each statement is discussed and what the quality statement means for different audiences is explained.

The 4 quality statements are: 

- Making health and wellbeing an organisational priority

- Role of line managers

- Identifying and managing stress

- Employee involvement in decision making. 

 

Author: National Institute for Health and Care Excellence

Healthy workplaces: improving employee mental and physical health and wellbeing (2017)

This guidance from NICE details quality statements relating to healthy workplaces.  Each statement is discussed and what the quality statement means for different audiences is explained.

The 4 quality statements are: 

- Making health and wellbeing an organisational priority

- Role of line managers

- Identifying and managing stress

- Employee involvement in decision making. 

 

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